In particular, our contact center centric solution deploys SaaS technology and is proven to work in the largest of center environments with the capability of delivering data segmented to fit the exact needs for performance improvement.

To qualify as a Referral Partners, or Affiliates, the company or individual should be a subject matter expert in customer or employee engagement and have an existing network of clients or prospects. There is no upfront cost for this initiative and delivers a handsome commission/override.

To qualify as a channel partner/distributor, technology companies or companies with strong technology capabilities and with existing client bases will be considered. For more information visit: “www.customercount.com”:http://www.customercount.com.

To contact us directly: “click here”:http://www.customercount.com/contact.php

All too often when a company sets out to create a feedback program they go in head first without having a true plan for what they want to accomplish. This leads to problems throughout the process of the program and can in some instances derail the process so much that the true goals are lost in the confusion. You need to have a clear idea of what you are trying to accomplish with the program. Are you trying to find out how your customers feel about a certain product? Are you looking for insight about how your customers view your service staff? Once you have a clear understanding of what you are trying to accomplish then the rest of the process will fall into place. A clear goal can go a long way to helping the planning process go much smoother.

In the contact center environment especially, both BPO and enterprise, as a rule, the KPI matrix is still designed around arbitrary monitoring and the agent disposition of the call. Quality Assurance is still guess work and rather than work toward a goal of gaining some consensus between the agent and the customer, the contact center continues to use the same processes for accountability that were used 30 years ago, just using technology to give a quicker snapshot of performance with a goal toward improvement. That would be process improvement, not customer satisfaction improvement which all too often are viewed as counterproductive.

Do we ask the customer about their experience and then match that up with how the agent dispositions a call? All too often, not.

There is no real, clear definition of engagement and what it means “on the floor”. By asking your customer what they think about a telephone experience, you can actually collaborate with them and your contact center to become more engaging.

Engagement is about collaboration, collaboration is all about consensus, and consensus is all about loyalty which is all about the customer, not your processes.

The link below is a great example of the changing world of the relationship between sellers and buyers. Without measurement, there is no way to know whether or not the knowledge of the sellers of your products or services match up with the expectations and knowledge of buyers.

I’m a time management systems groupie. I have worked with countless paper and digital systems, reconfiguring them to my purpose and finding considerable success with them. What I’ve come to realize, however, is that none of them have anything to do with managing time.

Regardless of who you are, what you do, or how much money you have, you cannot manage time. You still wake up every day to 24 hours, 1440 minutes. And you’ll never get more than seven days in a week. You can’t negotiate with it or manage it to create more. It’s a time waster to think it is so.

The only thing you can manage is what you do with the time you have. You can decide to use time wisely or not. You can choose to spend time on things really important to you or not. You can take more time for better self-care habits or not. You can schedule time to nurture relationships or not. We conveniently blame the lack of time for the things left undone, but we do have the benefit of choice. Sure, compromises need to be made from time to time to follow through on commitments made, but it’s important to be honest. Is it compromise, or is it an excuse?

We often run so hard through the day trying to manage time that we don’t take needed moments to really evaluate what’s important. And it’s all too easy to get caught in the “I need to do it all” mentality rather than look at ways to do it differently or ask for help.

The next time you bemoan the need for better time management, remember it’s not time management at all. It’s choice management. What choices are you making?

Barbara Bougher is the founder of Divine Order and brings a wealth of professional and life experience to her services as a professional organizer and life coach. She has a passion to empower people to transform their space and their lives. Contact Barbara: 317-645-7600; barbara@divineorderforlife.com.